I am hearing a lot at the moment from people and organisations that face a scary future because at some point in the past they chose (consciously or not) to develop a business model dependent to a very great extent, in some cases entirely, on public funding.

And right now that looks like a dumb strategy, because the development of mission, the pursuit of purpose, is regulated by a bureaucracy that makes political decisions about what to fund and when. It decides how success will be measured. In essence they are in control.

Or got frustrated when a client does not do what they said they would do?

Or had a client that said all the right things but never seemed to make any progress?

In this one day workshop I will introduce you to 4 styles of intervention that can really help your enterprise clients to make progress. Whatever the situation that faces you one of these styles will provide you with the way forward.

Based on the values of person centred facilitation, the 4 styles will provide you with a set of informed choices about how to work with your clients to make progress.

Acceptant – how to help your clients to open up about their ideas and see things in a fresh light

Catalytic – how to help your clients to ‘see the wood for the trees’ by using simple modles, theories and ideas to clarify their thinking

Confrontational – how to work with clients when their words and actions just don’t add up. Perfect for challenging cleints without you or them ‘losing the plot’

Prescriptive – how to work with clients when it is imperative that they do what you say – you really do know what is best for them.

These styles are specified in both the SFEDI standards for business advisers and in their endorsed award for enterprise coaches. I have been using them in my own practice now for well over 15 years – and they work.

At the workshop you will learn about each of the 4 styles, how and when to use them, and you will have the chance to practice some or all of them to see and feel how they work in practice.

“Working with Mike Chitty has been the most important investment in my career to date. The quality of each client interaction has really gone up; we learned and practiced a coaching model to add some structure and science behind client meetings in real scenarios and I also left the sessions with a host of new analysis tools to help clients make sense of how they can make progress. Furthermore it was an opportunity to experience some high quality coaching for myself from, which I got tremendous value. This experience has also greatly enhanced my strategic contribution to enterprise development in my area.

Mike Chitty is at the forefront of enterprise coaching in this country as a practitioner, trainer and strategic influencer. If you are an enterprise coach, you simply should experience Mike’s training as soon as possible if you want to have the greatest possible impact.” – Simon Paine – Enterprise Gateway Director SEEDA

“The enterprise coaching training was excellent. The subject matter covered theory and included practical application, it was thought provoking. It challenged my perception of my coaching style which I had become comfortable with, and tested my limits in terms of acceptance. It provided a number of tools which I was then able to use in a positive way with my clients. I would recommend the course for continuing professional development.” – Barbara Morton – Enterprise Gateway Director – Business Link South East

“Having experienced Mike Chitty first hand running enterprise coach training, I found him to have a wealth of knowledge. Knowledge that wasn’t just theory, but strong, practical and powerful ways of engaging people from priority groups and delivering enterprise coaching.

These ways of engagement and delivery have been put to very good use in the work that I do, helping people to achieve their objectives. Mike balances his training with getting you to think very carefully about what you are doing, challenging how you are doing things and challenging why you are doing things. Mike’s prolific writings (check out his blogs and tweets) on the subjects such community development, personal development and enterprise development make engaging and thought provoking reads. Mike has been a very positive eye opener in many ways and will turn your thinking on its head. I relish the next opportunity to experience Mike’s training, consultation and knowledge.” Gareth Sear – West Sussex Enterprise Gateway Director

So Lord Sugar (is he still our enterprise czar?) is working with junior apprentices because it is up to them and their generation to ‘rescue and revitalise’ our country. Surely it is a simple equation – more entrepreneurs, making more money, leads to a growing economy, more tax take and a better society. Hmm. Don’t expect much here about social justice, sustainable economics and steady state economies. This is a stack ’em and sell ’em business model with no need to worry about the long term.

If we can just breed a generation of Gordon Gekko’s; back-stabbing, blame-shifting, glory grabbing and profiteering then perhaps we can develop a tax base that will allow us to chip away at the national debt.

Is this how to ‘revitalise and rescue’ our country?

Is this how to encourage more people, young and old, (wouldn’t an intergenerational version of the apprentice be much more interesting?) to explore and develop their enterprising souls?

Methinks not.

Surely most decent folk would not choose willingly to enter such an environment?

Of course we know that the real world of enterprise is, by and large, nothing like this at all. It is full of decent people trying to create real value and provide goods and services to the long term mutual benefit of buyer and seller alike, without further shafting the planet and the prospects of future generations on the way.

If ‘The Apprentice’ were a ‘one off’ perhaps it would not be big deal – but nearly all enterprise portrayed in the media fits the backstabbing/profiteering stereotype. With PR like this it is no wonder that so many good people choose not to make their living and make their lives in enterprise.

And it is no wonder that many educators continue to maintain stiff resistance to the introduction of enterprise into the curriculum.